Our Success Stories

Industry: Pharma

The Client: The client is a leading MNC spread across the globe and having a rich growth history of about 150 years.

Their Background: The major focus of the company had been marketing of Patented Pharma products in the past. They now wanted to expand their footprint in India by also focusing on Generic products. In order for them to successfully do this, they needed to enhance their existing sales strategy. This would make them one of the top three companies in the country.

Their Challenge: The client had been following a particular sales strategy since decades and the new strategy was not very clear with them. Most of the data was not well documented and was available in the form of 500 pages of raw content as well as information that could be gathered by conversing with the stakeholders. This content had to be moulded into a process driven customer focused design which could be understood, accepted and implemented by the entire sales force. The client was unsure how this content could be created and whether if it would work for the sales force. They were also unsure whether this new strategy would help them achieve their objectives.

The Task: The commercial division of the company having its corporate office at Mumbai was looking at a Design and Delivery partner who could design the content for their new sales strategy which was to be implemented by the company for its 1500 member sales force spread across India.

The Field Training Managers of the organization were also to be taken through a Train the Trainer program on the new sales strategy designed by The Yellow Spot, to enable them to train and coach the Sales Force and incorporate the same in their daily Sales Process.

Our Performance: The task was accomplished by our team in a short period of 6 months. In this time, we were able to roll out the first version of the content which was reviewed by the stakeholders as well as field training managers.

Post 6 months more time was spent in regular client visits and also taking inputs from the sales team as to how the strategy was helping them on the field and what amendments could improve it further.

In all, 18 versions of the strategy were created post the initial roll out based on these inputs. The process involved 6 months of additional time invested by our team to get the final copy approved and accepted by the client. The project overall took 335 days to complete.

This strategy is now an integral part of this organization and has been successfully implemented across the country by the Sales Force. The feedback received by the Field Training Managers has been very positive and has helped the Sales Team add value to their Clients by offering them differentiated services. It has also helped the client in competing with the existing competition by helping them offer services in a market where products are very similar.

Our Contentment: A motivated Sales Force of 1500 with a new sales strategy in their pocket and with the confidence of knowing how to bring a smile to their customers face with their exceptional service.

Industry: Capital Goods

The Client: The Client is an MNC operating as a leading Capital Goods Service Provider in India.

The Service and Construction division of the client was looking at a training partner who could provide regular, consistent and long term instructor led services to the client for their Supervisors.

Their Background: The Client’s Service and Construction Supervisors had been with them for a long time. They had risen to the Supervisory rank after serving the company for decades as Technicians. Though they had become Supervisors they still had the mind-set of a Technician and they would often land up doing the job themselves rather than delegating the same to their teams. They were also finding it difficult to manage their teams, having worked on their own as a Technician.

Their Challenge:The Client realised that they would require Supervisory Training to be held for these Supervisors. They however did not have an internal training department with the expertise to conduct such sessions for them.

The Task: Designing and delivering a formal Supervisory training program which would enable the Supervisors to manage their current role well and help them move to the next level. This was to also make participants realize that the company cared about them as these sessions would help them not only on a professional level but also on a personal one.

Our Performance:Our Team created a Learning Academy which was managed and run by us. Supervisory Skills programs were designed and customised for both the Service and the Construction teams and run for this heterogeneous group of 600 Supervisors from different places across the country with ages ranging from 22 years to 58 years for a period of 2 years.

End-to-End sessions were conducted. Pre and Post work was done which included meeting the supervisors at various sites to understand their real time challenges before the sessions and conducting assessments after the sessions to see what difference they had made. Each supervisor had to undergo a test post each session and to clear that test to ensure that at the end of all the sessions they achieve participation certification.

Supervisors now started looking at themselves as Supervisors and not Technicians. They were now equipped with various Managerial Skills like Team Management, Time Management, Communication, Problem Solving, Decision making, Coaching and Mentoring, Stress Management etc. which helped them perform their roles well.

Our Contentment: 600 Happy Supervisors who felt more in control of things and were able to perform not only their role well but were also ready to take on higher responsibility.

Industry: FMCG

The Client: India's largest Fast Moving Consumer Goods Company with a rich heritage and having the privilege of touching the lives of every two out of three Indians.

Their Background: The Client had started their Water division with the launch of a product that was new in the segment. To market the product, the Client was looking at hiring around 8000 fresh Feet on Street Sales Executives and training them on the product, process and behaviour. The purpose was to capture a large chunk of the Indian market in this sector. For this, it was important that the Sales Executives have quality interactions with the potential customers.

Their Challenge:Their competitors had been in this segment since a long time and now had a mature and strong sales force. The sales team of the client consisted of 10th pass/fail executives that had to be groomed and trained in sales and soft skills before they could even interact with the customers. This they knew was going to be a difficult task.

The Task: To consistently deliver behavioural and functional skills to these raw sales executives in the deeper regions of the country, typically the Tier 3 and 4 cities where they were looking at strong market penetration. The Client wanted a partner who could also help them in ensuring that the customers got the same experience in the non-metro cities as they would get in the metro cities.

Our Performance:We installed a network of Managers and Trainers across the country to handle the operations and delivery of the sessions. We recruited 4 Divisional Managers to take care of the operations and 4 Master Trainers to look after the Delivery in each of the 4 zones across the country.
Each of these reported to the Divisional General Manager of the water division of the company. Each of these Master Trainers had in turn 5 to 10 trainers reporting to him/her and conducting workshops on a daily basis in their zones.

A countrywide Training Needs Analysis was conducted to understand the level of the participants as well as the challenges faced in the various regions. A master content module was designed which was then customised as per the regional needs. A region wise Train the Trainer was conducted where the trainers were taken through a boot camp which they had to clear to be certified to conduct sessions. The pilot was run across 16 locations and data was captured from the pilot program to understand the strengths and the opportunities of the module, trainers, participants and the end customers in the region.

Suitable Modifications were made accordingly and Phase 2 and 3 were successfully launched across the country at 40 locations simultaneously, giving a total man day count of 40,000. A Training Management System was also installed for online tracking, feedback and reporting, where trainers would upload feedback after every session.

Our Contentment: The 18 percent increase in the sales figures.

Industry: Consumer Durables

The Client: A giant in the Consumer Durables space having multiple products and multiple channels with over eight million satisfied customers across the country.

Their Background: The Client had grown in leaps and bounds over the past decade and had expanded to a consumer channel of over 18000 dealers spread across 450 Indian cities and towns. They had forayed into a number of products and had to expand their service team accordingly to cater to their constantly growing customer base.

As their Service Technicians were the single point of contact with the customer after the initial sale by the sales team, maintaining service levels was essential.

Their Challenge:In the beginning when the service team had started, the recruitments done were of high quality employees, they being mostly Diploma holders or had Polytechnic education. These service technicians valued their customers and were in turn well respected by them. Service was taken very seriously and if there was a customer complaint, it was resolved very fast. The technicians were expected only to look into servicing the machines.

With the expansion of the organization to such a large scale and paucity of resources, the quality of service technicians being hired had deteriorated. 8th to 10th standard pass outs were now being taken as service men. Technicians were also expected to sell other accessories and attachments and parts apart from servicing the machines. This led to a decrease in quality of service as the focus was changed to sales and the customer now started to feel neglected on the service front.

There were also frequent tussles between the old and new servicemen. Those who were young in the organization lacked confidence. They were fearful of their customers as well as their seniors. Those who were old were egoistic and did not care about the service they were offering to customers. At times malpractices were also being followed by servicemen leading to further customer complaints and a loss in the customers respect for the organisation.

The Task:To enhance the customer experience to help the company regain the respect that they had in their initial years with regards to service. Improving retention and motivation levels by making the 6000 Service Technicians realise that the company was investing in their development was also an outcome that had to be kept in mind.

Our Performance:We formed a team to look after the delivery of the sessions across the country. A National Manager and Coordinator took care of the operations of the 34 regions across the country. A Master Trainer reported to the National Manager and was in charge of the delivery of the sessions across the 4 zones. The Master trainer had 42 trainers reporting to him, who conducted sessions on a daily basis across the various regions which covered cities from Tier 1 to Tier 4.

A countrywide Training needs analysis was conducted to understand the regional challenges being faced by the Technicians. A master content module was designed which was then customised as per the regional needs. A region wise Train the Trainer was conducted where trainers were taken through a boot camp. They had to clear the boot camp in order to be certified to be able to conduct the sessions. The pilot was run across 3 locations and data was captured from the pilot program to understand the strengths and the opportunities of the module and trainers as well as participants and the end customers in the region.

Customizations were made accordingly and the phase 2 and 3 were successfully launched across the country at 40 locations together, with a man-day count of 18000.

Our Contentment: The project has recently been completed hence the results are yet to be evaluated. Going by the feedback we have received from the Technicians, we are definitely content!